“To promote a comprehensive and unified response to the challenge of achieving food security increasing our commitments of financial and technical assistance”

Progress & Updates

A summary of the Updated Comprehensive Framework for Action (UCFA) released in September 2010 was made available in August 2011. It was prepared as an easy-to-read concise document that highlights the concepts and principles of the framework.

“The United Nationsâ€™ forum for reviewing and following up on policies concerning world food security”

Progress & Updates

The CFS endorsed the â€˜Voluntary Guidelines on Governance of Tenure of Land, Fisheries and Forests in the Context of National Food Securityâ€™ at the 38th Special Session on 11 May 2012.

At the 39th CFS Plenary Session, October 2012, a series of roundtables discussed policy convergence on Social Protection for Food Security and Nutrition, Food Security and Climate Change, and considered a presentation of the Update on the Review of Methods to Estimate the Number of Hungry, and adopted the First Version of the Global Strategic Framework for Food Security and Nutrition (GSF).

Current priority workstreams include Principles for responsible agricultural investments; Addressing food security in protracted crises; and developing a framework for monitoring CFS actions.

Other topics under consideration for futher action at the 40th CFS Plenary Session in October 2013 include: i) Biofuels and Food Security, and ii) Investing in smallholder agriculture for food security and nutrition.

Leadership

The Bureau is the executive arm of the CFS, led by a Chairperson and 12 member states. The Advisory group comprises representatives from the 5 different categories of CFS Participants. These are: UN agencies and other UN bodies; Civil society and non-governmental organizations particularly organizations representing smallholder family farmers, fisherfolks, herders, landless, urban poor, agricultural and food workers, women, youth, consumers and indigenous people, International agricultural research institutions; International and regional financial institutions such as the World Bank, the International Monetary Fund, regional development banks and the World Trade Organization; Private sector associations and philanthropic foundations.

Supporters

Includes FAO, WFP, IFAD and member states.

Date established

Established at 1974 World Food Conference. Reformed October 2009.

Priority actions

Reformed committee includes a wider group of stakeholders to increase its ability to ensure food security and nutrition for all

Focus on the global coordination of efforts to ensure food security

Aims to be the foremost inclusive international and intergovernmental platform dealing with food security and nutrition

Key objectives

Develop a global strategic framework

Promote policy convergence through development of international strategies and guidelines based on best practices

Support and advise countries and regions

Coordinate at national and regional levels

Promote accountability and share best practices

Facilitate civil society participation in CFS discussions through the Civil Social and Private Sector Mechanisms

“The World Economic Forumâ€™s New Vision for Agriculture initiative engages leaders of business, government, civil society, farmersâ€™ organisations, development partners and other groups to work together to achieve sustainable agricultural growth.”

“The World Economic Forumâ€™s New Vision for Agriculture initiative engages leaders of business, government, civil society, farmersâ€™ organisations, development partners and other groups to work together to achieve sustainable agricultural growth.”

Progress & Updates

The WEF launched recently the Global Gender Gap Report 2012 that benchmarks national gender gaps of 135 countries on economic, political, education- and health-based criteria. This report follows the development of the Global Gender Gap Index in 2006, partially to address the need for a consistent and comprehensive measure of gender equality that can track a countryâ€™s progress over time.

Leadership

The project is supported by 29 global partner companies of the World Economic Forum (WEF), who provide strategic leadership and championship of the initiative, and is led by a Project Board selected from the WEF Consumer Industries Community.

Supporters

A diverse network of global and local stakeholders, engaged in initiative activities, including governments, international organisations, civil society, farmers organisations, research and academia. The Forumâ€™s Global Agenda Council on Food Security, a high-level multi-stakeholder group, provides advisory and leadership support to the initiative.

Date established

Announced at WEF Annual Meeting 2010 in Davos.

Priority actions

In its first three years, the New Vision for Agriculture has generated significant momentum at global and country levels. Work to date has mobilized new forms of multi-stakeholder collaboration and investment in all 11 countries. The potential to transform the sector to benefit all stakeholdersâ€”especially smallholder farmersâ€”is clear. However, achieving the scale necessary for systemic transformation will not happen automatically. Partners must intensify their efforts over the next five to seven years and make markets work for all participants in the agricultural sector. Specifically:

Governments can strengthen national plans, policies and programmes to enable the agricultural sector to grow and incentivize sustainability and inclusive development.

The private sector can increase investment in agriculture, with an emphasis on business models that are sustainable, innovative and include smallholders.

Farmers can join or form organizations to improve access to markets, financing and training programmes; they can also engage in policy and partnership debates.

Civil society can strengthen local communitiesâ€™ access to opportunities through capacity building, monitoring and advocacy.

The New Vision will work with stakeholders to intensify and scale their efforts in a coordinated manner. The initiative will also work to help strengthen and scale the impact of its partnerships by facilitating learning and best-practice exchange.

Key objectives

The New Vision for Agriculture initiative, led by the Consumer Industries Community of the World Economic Forum, works to develop a shared agenda for action and foster multi-stakeholder collaboration to achieve sustainable agricultural growth through market-based solutions.

The initiative has defined a vision that highlights agricultureâ€™s potential as a positive driver of food security, environmental sustainability and economic opportunity worldwide. The group believes that achieving this vision will require the leadership and capacity of all stakeholders â€“ government, business, civil society, academia, farmers and consumers.

“In a world of seven billion people, set to grow to nine billion by 2050, wasting food makes no sense â€“ economically, environmentally and ethically”

Leadership

Think.Eat.Save is a partnership between the United Nations Environment Programme (UNEP), the Food and Agriculture Organisation of the United Nations (FAO) and Messe DÃ¼sseldorf that seeks to eliminate food waste by promoting action and an global vision on the issue, through an online knowledge portal highlighting initiatives, technical resources and encouraging public commitments. This effort supports the UN Secretary-Generalâ€™s Zero Hunger Challenge.

Supporters

Funded by the United Nations Environment Programme and the Food and Agriculture Organisation of the United Nations.

Date established

Announced in January 2013

Priority actions

To provide a platform for those running food waste campaigns to exchange ideas and create a truly global culture of sustainable consumption of food

To provide advice, which will help consumers, retailers and the hospitality industry to reduce waste â€“ thus reducing their environmental impact and saving money

To encourage action via a pledge section on the website, where organizations can announcement initiatives to reduce food waste

Key objectives

To help food producers to reduce losses through better harvesting, processing, storage, transport and marketing methods

To educate families, supermarkets, hotel chains, schools, sports and social clubs, company CEOs, city Mayors, national and world leaders to change their habits

“An international food security platform to improve the coordination of food security responses in humanitarian crises”

Progress & Updates

The global Food Security Cluster (gFSC) meeting in October 2012 focused on assessing progress and providing directions for the global Food Security Cluster's four Working Groups, as well as identifying field support requirements.

The latest gFSC meeting of partners was held in April 2013. It brought together more than 60 participants and observers representing 28 different partner agencies to review the work of the gFSC throughout 2012/2013 and to identify the strategic direction for 2013-2015.The report has not been released to date.

Leadership

The global Food Security Cluster (gFSC) is based at World Food Programme headquarters in Rome and is co-led by FAO and WFP. The Global Support Team includes FAO, WFP, international NGOâ€™s, Red Cross and Red Crescent members

Supporters

Funding provided by Humanitarian Aid department of the European Commission (ECHO), ProCap, GenCap, UKAid, Ministry of Foreign Affairs of Finland and other donors.

Date established

The FSC was formally endorsed by the Inter Agency Standing Committee (IASC) on the 15 December 2010. Officially constituted in August 2011.

The FSC identiï¬es best practices and incorporates them into standard operating procedures and formal guidelines

The FSC develops and conducts training and orientation for all staff deployed to enhance performance. The FSC provides technical support training to country led teams in assessment methodology, monitoring, proposal writing, food security concepts and programme design

The FSC develops information management tools

Key objectives

The Food Security Cluster is about enhancing cooperation and partnerships

The Food Security Cluster (FSC) is committed to saving lives through the coordination of the food response in major emergencies

The FSC works directly with its partners and stakeholders that include international NGOs, the Red Cross and Red Crescent Movement, other cluster lead agencies, UN organisations, Governments and Donors

“Goal 1: Eradicate extreme poverty and hunger by 2015. Halve, between 1990 and 2015, the proportion of people who suffer from hunger.”

Progress & Updates

The MDG 2012 progress report highlighted key milestones. The target of reducing extreme poverty by half has been reached five years ahead of the 2015 deadline. Hunger remains however a global challenge, as the report cites the most recent FAO estimates of undernourishment set at 850 million living in hunger in the world, equivalent to 15.5% of the world population. Progress has also been slow in reducing child undernutrition. Close to one third of children in Southern Asia were underweight in 2010.

Leadership

UN Millennium Projectâ€™s Task Force on Hunger.

Supporters

UN and 198 countries around the world.

Date established

UN Millennium Summit 2000, and to be renewed or revised in 2015 as part of the development of the global Sustainable Development Goals.

Priority actions

Make the MDGs the centrepiece of national poverty reduction strategies supported by international processes

Provide recommendations for action at the international, national and community levels

Key objectives

Move from political commitment to action

Reform policies and create an enabling environment

Increase agricultural productivity of food-insecure farmers

Improve nutrition for the chronically hungry and vulnerable

Reduce vulnerability for the acutely hungry through productive safety nets

Increase incomes and make markets work for the poor

Restore and conserve the natural resources essential for food security

The 8th Fund Council Meeting in October 2012 highlighted that contributions channeled through the CGIAR Fund increased by 33% from 2011 to 2012, growing from $384 million to $514 million. It also made emphasis on CGIARâ€™s efforts to reduce the gender gap in agriculture.

Leadership

The CGIAR Fund is governed by a Council of 22 donor countries, multilateral and global organisations and representatives from the South. Council seat allocations are as follows: Donor Countries â€“ 8, Developing countries & regional organizations â€“ 8, and multilateral and global organisations & foundations â€“ 6. Full details of the 2013-2015 Council are available at: http://www.cgiarfund.org/fund_council_membership.

Announced in 2010 at the UN Conference for Climate Change, the CGIAR Fund is designed to support the CGIAR Consortium Research Programs (CRP) and the CGIAR centers. Founded in 1971, the Consultative Group on International Agricultural Research (CGIAR) centers now number 17, spanning from the Africa Rice Center to the International Food Policy Research Center (IFPRI) to the World Agroforestry Centre (ICRAF).

Priority actions

Finance research guided by the CGIAR Strategy and Results Framework

Implement the strategy through the CGIAR and its partners through a portfolio of CGIAR Research programmes

Key objectives

Food for People: Create and accelerate sustainable increases in the productivity and production of healthy food by and for the poor

Environment for People: Conserve, enhance, and sustainably use natural resources and biodiversity to improve the livelihoods of the poor in response to climate change and other factors

Policies for People: Promote policy and institutional change that will stimulate agricultural growth and equity to benefit the poor, especially rural women and other disadvantaged groups

CGIAR Research Program on Climate Change, Agriculture and Food Security (CCAFS)

“To promote a food- secure world through the provision of science-based efforts that support sustainable agriculture and enhance livelihoods while adapting to climate change and conserving natural resources and environmental services”

CGIAR Research Program on Climate Change, Agriculture and Food Security (CCAFS)

“To promote a food- secure world through the provision of science-based efforts that support sustainable agriculture and enhance livelihoods while adapting to climate change and conserving natural resources and environmental services”

Leadership

A strategic collaboration between the CGIAR Consortium and Future Earth.

Supporters

Initial three year budget of US$ 206 million, funded by the CGIAR Fund and other bilateral sources.

Date established

Officially launched during the UN climate negotiations at COP16 in Cancun, Mexico on 4 December 2010, and scheduled to run through 2020.

Priority actions

10-year research program to help vulnerable communities overcome the threats of climate change

Collaboration between worldâ€™s best researchers in agricultural science and climate science to develop more adaptable, resilient agriculture and food systems

Overcome critical gaps in knowledge of how to enhance - and manage the tradeoffs between - food security, livelihood and environmental goals in the face of a changing climate

“Improved incomes and food security of poor people in developing countries through more and better coordinated public and private sector investment in the agriculture [â€¦] that is country-owned and ledâ€ through â€œdeepening public-private collaboration to accelerate growth in sustainable agriculture”

“Improved incomes and food security of poor people in developing countries through more and better coordinated public and private sector investment in the agriculture [â€¦] that is country-owned and ledâ€ through â€œdeepening public-private collaboration to accelerate growth in sustainable agriculture”

Progress & Updates

Three new donor countries, to a total of nine: Japan, The Netherlands and the United Kingdom. Financing pledged to February 2013: US$1.3 billion (of which $1.03 billion to the Public Sector Window, $308.7 million to the Private Sector Window, and $68.5 million remains unassigned). Financing received to date: $930.5 million (of which $757.6 million to the Public Sector Window, and $152.9 million to the Private Sector Window).

The latest pledge, in October 2012, was from Japan and Republic of Korea, to an additional $60 million to boost food security in the worldâ€™s poorest countries.

Leadership

GAFSP is a Financial Intermediary Fund administered by the World Bank and governed by a steering committee, comprised of fourteenVoting Members and seventeen Non-Voting Members. The GAFSP includes financing for both public and private sector initiatives. The public sector window finances strategic country- and regionally-led efforts like the Comprehensive Africa Agriculture Development Programme (CAADP). The private sector window provides long and short-term loans, credit guarantees and equity in support agricultural development and food security.

Supporters

Currently, eight countries support the public sector window: Australia, the Bill & Melinda Gates Foundation, Canada, Ireland, South Korea, Spain, the United Kingdom, and the United States, and five the private sector window: Canada, Japan, the Netherlands, the United Kingdom, and the United States.

Date established

Proposed by the G8 in Lâ€™Aquila in 2009, the fund was approved in Davos in January 2010 and will run through 2019.

Priority actions

Invest in existing national and regional strategic plans for agriculture in the worldâ€™s poorest countries.

Provide a more harmonised investment process in order that funds are readily available and aid flow is more predictable.

Key objectives

Address the underfunding of country and regional agriculture and food security strategic investment plans already being developed by countries in consultation with donors and other stakeholders at the country-level.

Provide better access to seeds and technologies to increase productivity.

Improve farmersâ€™ links to markets.

Reduce risk and vulnerability by providing protection measures for farmers.

“Act with the scale and urgency needed to achieve sustainable global food security.”

Progress & Updates

At the L'Aquila Summit, and the funds raised for the initiative, the G-8 members agreed to carry their commitment forward via the New Alliance for Food Security and Nutrition as well as other imitatives.

Leadership

More a call to action than a discrete initiative, AFSI, reversed a decades long decline in investment in agriculture and resulted in an unprecedented commitment by the G8 to take an comprehensive, coordinated and sustained approach to ensuring food security.

Supporters

An initial pledge by US President Barak Obama of a $3.5 billion, led to an endorsement of of the commitment by the leadership of 26 countries and 15 organizations including the HLTF, the CFS, FAO, WFP and the CGIAR and leveraged over $19 billion in addition funds. In total $22.24, AFSI mobilized $22.24 billion to promote food security and nutrition worldwide.

Date established

Launched at the G8 Summit in Lâ€™Aquila, Italy in July 2009.

Priority actions

The 2011 Busan High Level Forum on Aid Effectiveness reaffirmed AFSIâ€™s respective commitments to scale-up development cooperation through â€“ similar to the Rome Principles seen below â€“ ownership of development priorities by the developing countries themselves, a focus on results, inclusive development of partnerships, and transparency and accountability

At its meeting in February 2012, the AFSI group agreed that greater transparency for spending on agricultural research for development (AR4D) would improve the ability to monitor progress on the Lâ€™Aquila commitment and contribute significantly to aid effectiveness, including the alignment of AR4D investments with priorities identified in national agricultural investment plans.

AFSI formed a working group charged with providing up-to-date information on AR4D investments as a component of the overall Lâ€™Aquila financial commitments for the period 2009- 2011

The organisation has raised approximately $150 million to date. Main donors include: Australia, Canada, Germany, Ireland, Norway, Sweden, Switzerland, United Kingdom, U.S., and the Grains Research and Development Corporation (Australia). A number of developing countries have also provided support, including Ethiopia and India. Contributions have been received as well from several private corporations and foundations.

Date established

The Global Crop Diversity Trust was established in October 2004 as an independent international organisation under international law.

Priority actions

The Trust has a mandate to conserve the diversity of all-important crops, but will give priority to the crops that are included in Annex 1, or referred to in Article 15, of the International Treaty on Plant Genetic Resources for Food and Agriculture. These are the crops that the international community has judged to be the most important for food security

Conserving and improving the genetic resources for the worldâ€™s major food crops for food security worldwide. The Trust sees its work to conserve the genetic diversity of the worldâ€™s major crops to be the intersection between climate change, food security and water scarcity

To create a rational, effective, efficient and sustainable global system for conserving crop diversity and making it available to breeders, farmers and other users

To advance an efficient and sustainable global system of ex-situ conservation by promoting the rescue, understanding, use and long-term conservation of valuable plant genetic resources

“To deepen the dialogue on food security, promote collaboration and help organizations make better informed decisions.”

Leadership

Developed by the Economist Intelligence Unit, the index seeks to assess the vulnerability of countries to food security through the categories of Affordability, Availability, Quality and Safety. The index is guided by an expert panel comprised of Leo Abruzzese, Global Forecasting Director, Economist Intelligence Unit; Ademola Braimoh, Senior Natural Resources Management Specialist, World Bank; Eileen Kennedy, Professor, Friedman School of Nutrition Science and Policy, Tufts University; Samarendu Mohanty, Senior Economist & Head, International Rice Research Institute; David Spielman, Senior Research Fellow, International Food Policy Research Institute; and Robert Thompson, Senior Fellow, Chicago Council on Global Affairs.

Supporters

Compiled by The Economist Intelligence Unit (EIU) in partnership with DuPont.

Date established

10/12/2013

Priority actions

To increase the ongoing relevance of the study, the index will employ a quarterly adjustment factor for food price fluctuations to examine the risk countries face throughout the course of the year

The EIU has created a number of unique qualitative indicators, many of which relate to government policy, to capture drivers of food security, which are not currently measured in any international dataset

Key objectives

This index is the first to examine food security comprehensively across the three internationally established dimensions. Moreover, the study looks beyond hunger to the underlying factors affecting food insecurity

“Food safety capacity needs to be strengthened within the developing and emerging markets, as a global public good, and in order to safeguard global public health while promoting food security, international trade, and economic development. The GFSP would respond to pressing operational and country client demands, while building on the extensive work undertaken within the Asia Pacific Economic Cooperation (APEC) forum and other organisations.”

“Food safety capacity needs to be strengthened within the developing and emerging markets, as a global public good, and in order to safeguard global public health while promoting food security, international trade, and economic development. The GFSP would respond to pressing operational and country client demands, while building on the extensive work undertaken within the Asia Pacific Economic Cooperation (APEC) forum and other organisations.”

Leadership

The World Bank is facilitating the establishment of a multi-stakeholder Global Food Safety Partnership (GFSP) to build capacity in emerging and development markets., via an open community of practice and online knowledge sharing platform. The GFSP builds off earlier efforts within the Asia Pacific Economic Cooperation (APEC) forum and other organisations.

Supporters

Created with $1 million pledge MARS Incorporated and the Waters Corporation, with additional support from the U.S. Agency for International Development (USAID). Going forward the initiatives seeks to recruit other partners includinggovernments, businesses, ducational institutions, non-government organisations (NGOs) and service providers,

To establish a Public-Private Partnership that builds capacity in good food safety practices across the global agri-food sector encompassing regulatory institutions, private enterprises, producers and other stakeholders.

To establish a new food safety multi-donor trust fund (MDTF)

To develop an open source knowledgsharing community of practice (â€œFood Safety Academyâ€) based upon international standards, industry defined operational competencies and best practice, applied innovation and R&D support, hosted online and supported by hands on technical assistance.

To deliver a 5-year work program of demand-driven food safety projects and advisory services.

To provide assistance for incident management for high priority food hazards, strengthen analytics and metrics, and provide for monitoring and evaluation of the Partnership.

To enlist a wide range of stakeholders, including government, industry, educational institutions, non-government organisations (NGOs) and service providers

Led by UN Secretary General Ban Ki-Moon and supported by UN system participants, Non-UN participants and UN departmental participants including WHO, WTO, World Bank, DPI, DESA and Think.Eat.Save.

Supporters

The â€˜Zero Hunger Challengeâ€™ is supported by UN Food and Agriculture Organization (FAO), International Fund for Agricultural Development (IFAD), World Food Programme (WFP), UN Childrenâ€™s Fund (UNICEF), the World Bank and Bioversity International.

Date established

Announced by UN Secretary General Ban Ki-Moon at Rio+20 on 21st June 2012

Priority actions

Encourage participation by a range of organisations, social movements and people around a common vision

Promote effective strategies, more investments and increased development cooperation, in line with existing national and international agreements

Strive for results and be accountable for their efforts â€“ particularly to those who are hungry

Key objectives

100% access to food for all, all year round

An end to stunting among children under two because of a lack of nutrients during pregnancy and in the early days of life

Ensuring food systems are sustainable (although there is no reference to how this could be achieved)

Doubling smallholder productivity and income

A reduction in food waste, at the farmer level, through lack of suitable storage and among consumers

“â€¦to lift 50 million people out of poverty over the next 10 years through inclusive and sustained agricultural growth.”

Leadership

G-8 nations, African countries and private sector partners

Supporters

G-8 members are supporting the Global Agriculture and Food Security Program (GAFSP), with a pledge target of $1.2 billion over three years in pledges from existing and new donors for the public and private sector windows. G-8 members are also and supporting the preparation and financing of bankable agricultural infrastructure projects including through a new Fast Track Facility for Agriculture Infrastructure.

Date established

Born out of the Camp David Summit of the G-8 in May 2012.

Priority actions

Build upon and help realise the promise of the 2009 G8 Summit in Lâ€™Aquila, Italy, where global leaders committed to â€œact with the scale and urgency needed to achieve sustainable global food securityâ€

G-8 leaders have agreed to promptly fulfil outstanding Lâ€™Aquila pledges and maintain strong support for food security through bilateral and multilateral assistance

Support the accelerated implementation of the African-developed and led agricultural plans (known as CAADPs), through assistance and by catalysing private sector investment in African agriculture

Key objectives

African leaders to refine policies in order to improve investment opportunities and accelerate the implementation of their country-led plans on food security

Private sector partners who have already committed more than $3 billion to increase investments

G-8 members who will support Africaâ€™s potential for rapid and sustained agricultural growth with assistance and other development tools, and ensure accountability for the New Alliance

“The initiative SAVE FOOD aims to encourage the dialogue on food losses between industry, research, politics and civil society. For this purpose, the initiative will regularly bring together stakeholders involved in the food supply chain from the food industry, retail, packaging, and logistics for conferences and projects and will support them in developing effective measures. Raising the awareness of consumers is another major goal.”

“The initiative SAVE FOOD aims to encourage the dialogue on food losses between industry, research, politics and civil society. For this purpose, the initiative will regularly bring together stakeholders involved in the food supply chain from the food industry, retail, packaging, and logistics for conferences and projects and will support them in developing effective measures. Raising the awareness of consumers is another major goal.”

Leadership

FAO and Messe DÃ¼sseldorf are collaborating with donors, bi- and multi-lateral agencies and financial institutions and the food value chain to encourage dialogue, awareness and action on reducing food losses, particularly among consumers.

Supporters

Unique private-public partnership on the issue of world food funded by a long list of sponsors from the food industry.

Date established

On 27 January 2011 in Berlin, Germany SAVE FOOD was introduced to the public by the partners Messe DÃ¼sseldorf and the FAO.

Priority actions

Awareness raising on the impact of, and solutions for food loss and waste. This will be achieved by a global communication and media campaign, the dissemination of Save Food programme findings and results, and the organisation of Regional SAVE FOOD Congresses

Collaboration and coordination of worldwide initiatives on food loss and waste reduction. SAVE FOOD is establishing a global partnership of public and private sector organisations and companies that are active in the fight against food loss and waste. In order to develop, plan and implement interventions and use resources most efficiently, it is essential that all these initiatives are being coordinated well, so that everybody knows what is happening world-wide, that information, problems and solutions can be shared, and that methodologies, strategies and approaches will be harmonised

Policy, strategy and programme development for food loss and waste reduction. This includes a series of field studies on a national-regional basis, combining a food chain approach to loss assessments with cost-benefit analyses to determine which food loss reduction interventions provide the best returns on investment. Further, the Initiative undertakes studies to the socio-economic impacts of food loss and waste, and the political and regulatory framework that affects food loss and waste

Support to investment programmes and projects, implemented by private and public sectors. This includes technical and managerial support for, as well as capacity building (training) of food supply chain actors and organisations involved in food loss and waste reduction, either at the food subsector level or policy level

Key objectives

Increased knowledge and changed behaviour of actors and consumers in the food chains, and promotion of the SAVE FOOD initiative to attract partners

Werner M. Dornscheidt, President and CEO of Messe DÃ¼sseldorf GmbH, explained the objectives of the initiative: "Our goal is that in industrialised countries less food gets disposed of and that consumers plan their purchases carefully, but most importantly we need to raise awareness at the industry level on the issue of food losses which is a priority for the futureâ€

“AgResults will use â€œpull mechanismsâ€ to provide financialincentives for businesses or organisations that demonstrate measurable results in areas where private sector investment is virtually absent due to market uncertainties.”

“AgResults will use â€œpull mechanismsâ€ to provide financialincentives for businesses or organisations that demonstrate measurable results in areas where private sector investment is virtually absent due to market uncertainties.”

Leadership

Initiated by the governments of Canada, the United Kingdom, Australia, and the United States of America, together with the Bill and Melinda Gates Foundation and the World Bank, AgResults seeks to promote private investments in weak markets, where there are currently few companies.

Supporters

This commitment involved a two-year effort by partners including the governments of Canada, the United Kingdom, Australia, and the United States of America, together with the Bill and Melinda Gates Foundation and the World Bank to develop AgResults, culminating in pre-commitments of USD 100 million by the time of its official launch in 2012.

Date established

Formerly known as the â€œAgriculture Pull Mechanism Initiativeâ€, the mandate for this work originated at the June 2010 G20 Summit in Toronto, Renamed as AgResults, the initiative officially launched at the G20 Summit in Los Cabos, Mexico, on June 18, 2012.

“The vision of SUN is a world without hunger and malnutrition, and the mission is to bring people together to support countries in reaching this goal.”

Leadership

Appointed by the UN Secretary General in April 2012, the SUN Lead Group comprises 27 members, drawn from Government, Civil Society,International Organisations, Donor Agencies, Business and Foundations. Current members include the Executive Director of UNICEF, the Chair of the Board of Directors and the Partnership Council.

Supporters

The SUN Donor Network focuses on better alignment, mobilisation and tracking of resources needed to support countries to scale up nutrition. A Donor Convener in each SUN country is appointed by the government. The SUN Donor Convener works with donor agencies to focus on increasing and coordinating financial support for national nutrition interventions. Donors to date include, the World Bank, UNICEF, UK, US, Ireland, DFID and USAID.

Date established

Launched in 2010.

Priority actions

Agriculture: Making nutritious food more accessible to everyone, and supporting small farms as a source of income for women and families

Clean Water and Sanitation: Improving access to reduce infection and disease

Education and Employment: Making sure children have the energy that they need to learn and earn sufficient income as adults

Health Care: Improving access to services to ensure that women and children stay healthy

Support for Resilience: Establishing a stronger, healthier population and sustained prosperity to better endure emergencies and conflicts

Womenâ€™s Empowerment: At the core of all efforts, women are empowered to be leaders in their families and communities, leading the way to a healthier and stronger world

Key objectives

Ensure high quality and tailored support for efforts to scale up nutrition within participating countries â€“ in line with both national and global targets

Strive to harmonise existing strategies and programs in ways that reflect best practices, increase investments in the most successful outcomes and ensure accountability to those they seek to serve as well as to each other

Accelerate action for a durable end to malnutrition with a focus on the 1,000 days between a motherâ€™s pregnancy and her childâ€™s second birthday

“The 1,000 Days partnership promotes targeted action and investment to improve nutrition for mothers and children in the 1,000 days between a woman's pregnancy and her child's 2nd birthday when better nutrition can have a life-changing impact on a child's future and help break the cycle of poverty.”

“The 1,000 Days partnership promotes targeted action and investment to improve nutrition for mothers and children in the 1,000 days between a woman's pregnancy and her child's 2nd birthday when better nutrition can have a life-changing impact on a child's future and help break the cycle of poverty.”

Leadership

Led by Lucy Martinez Sullivan, the 1,000 Days Partnership and the global SUN movement are supported by a U.S.-based hub which includes InterAction, a coalition of U.S.-based international relief and development organisations, and the Global Alliance for Improved Nutrition (GAIN). A full list of partners can be found here: http://www.thousanddays.org/partnerships/partners/

Supporters

Funded by the Scaling Up Nutrition (SUN) movement, through the SUN Donor Network.

Date established

U.S. Secretary of State Hillary Rodham Clinton, then-Irish Minister for Foreign Affairs MicheÃ¡l Martin and a community of global leaders launched the 1,000 Days Partnership in September 2010.

Priority actions

Informing key audiences about the impact and cost-effectiveness of investing in nutrition during the critical 1,000 day window

Engaging new actors to partner and invest in efforts to improve maternal and child nutrition

Catalysing collaboration and partnership across sectors

Key objectives

The 1,000 Days partnership works to achieve measurable benchmarks in improving nutrition in the 1,000 days between September 2010 and June 2013 and encourages support for the Scaling Up Nutrition (SUN) movement which seeks to coordinate and accelerate international efforts to combat undernutrition

Ensuring that mothers and young children get the necessary vitamins and minerals

Promoting good nutritional practices, including breastfeeding and appropriate, healthy foods for infants

Housed at WFP, REACH seeks to assists goverments of coutnries with a high burden of child and maternal undernutrition to accelerate the scale of their national food security and nutrition plans, by leveraging the collective action of FAO, UNICEF, WFP and WHO. REACH is led by a steering committee, bringing together the leads on nutrition for the four UN agencies. IFAD also participates in ad advisory capacity. At country level, the four UN agencies retain responsibility for administrative oversight of local REACH operations.

2008, with a memorandum of understanding signed between the four leads in 2011.

Priority actions

Collaboration with the government/national institutions: By working directly with governments, REACH facilitates a process that identifies existing bottlenecks, develops evidence-based cost-effective solutions, and facilitates a coordinated effort to scale delivery. Such collaboration ensures long-term, country-owned solutions, at the national and sub-national levels

Partnership with stakeholders: The nutrition landscape involves many stakeholders, which REACH identifies as partners and works with to coordinate a mainstreamed approach. Partnership is hence key to REACHâ€™s success

Coordination across sectors: REACH and its partners coordinate and guide government-led efforts to scale-up proven and effective actions that link child undernutrition, food security, health, and care in a sustainable package

Key objectives

Increase awareness of nutrition problems and their solutions. Policy-makers often have a partial picture of the nutrition situation, and consequently a limited understanding of undernutrition and its irreversible consequences on child development and on a nationâ€™s economy. REACH works to increase awareness, promoting investments in nutrition as investments in future generations. REACH facilitators support national governments by conducting in-depth scoping and analysis which bring a comprehensive agreed upon snapshot of the countryâ€™s nutrition situation and identify which actions should be prioritised and brought to scale

Strengthen national nutrition policies and programmes. REACH brings a wealth of experience for ensuring that the inter-sectoral approach to nutrition is integrated into policy documents and plans at the government level. REACH supports governments to provide multi-sector responses to address the root causes of undernutrition, bringing together stakeholders from different sectors to have a common vision

Increase capacity at all levels. Once policies and plans are in place, the capacity to implement these interventions must be ensured. REACH, in coordination with other development partners, helps governments to establish the multi-sectoral coordination structures that are required to increase coherence in existing programs and optimise best use of resources. REACH helps assess capacity gaps to effectively manage nutrition interventions

Increase efficiency and accountability. One important aspect of the REACH approach is to ensure progress and impacts are achieved at the country level. REACH created an M&E logical framework that can measure the change in nutrition governance and management in concrete terms, while measuring the contributions and effectiveness of REACH

“FFI is a network of partners working together to make wheat and maize flour fortification standard practice in industrial mills worldwide. By working together, we achieve more than any of us could independently.”

“FFI is a network of partners working together to make wheat and maize flour fortification standard practice in industrial mills worldwide. By working together, we achieve more than any of us could independently.”

Leadership

A network of partners, including millers, scientists, government ministries and non-governmental organizations working to encourage countries to fortify wheat and maize flour and rice in line with recommendations from UNICEF, the World Health Organisation (WHO), the U.S. Centers for Disease Control and Prevention, the Global Alliance for Improved Nutrition (GAIN), and the Micronutrient Initiative (MI). Currently, Greg Harvey, CEO of Interflour, chairs the initiative.

Supporters

Bringing financing and in-kind support funders include a mix of companies including: Buhler, Bunge Ltd., Cargill, General Mills, Interflour Group PTE ; as well as theGAIN, the Micronutrient Initiative (MI), U.S. Centers for Disease Control and Prevention (CDC), National Center for Chronic Disease Prevention and Health Promotion, National Center on Birth Defects and Developmental Disabilities, United Nations Childrenâ€™s Fund (UNICEF) and non-governmental organizations such as Helen Keller International.

Date established

The first public meeting to organise global efforts to fortify flour was a â€œPolicy Planning Forumâ€ on 24 October 2002 in Mauritius. At a meeting in London in 2003, the global movement that began in Mauritius was called the Flour Fortification Initiative (FFI).

“The UNSCN vision is a world free from hunger and malnutrition where there are no longer impediments to human development, realised through the promotion of cooperation among UN agencies and partner organisations in support of community, national, regional, and international efforts to end malnutrition in all of its forms in this generation.”

“The UNSCN vision is a world free from hunger and malnutrition where there are no longer impediments to human development, realised through the promotion of cooperation among UN agencies and partner organisations in support of community, national, regional, and international efforts to end malnutrition in all of its forms in this generation.”

Leadership

The mandate of the UNSCN is to promote cooperation among UN agencies and partner organisations in support of community, national, regional, and international efforts to end malnutrition. The Secretariat is hosted by WHO and the current chair is Ramiro Lopes da Silva, Deputy Executive Director of WFP.

Supporters

The UN Agency members of UNSCN make annual contributions from their core budgets.

Date established

Mandated in 1977, following the World Food Conference (with particular reference to Resolution V on food and nutrition) the Administrative Committee on Coordination (ACC), comprised of the heads of the UN Agencies, recommended the establishment of the Sub-Committee on Nutrition, with approval by the Economic and Social Council of the UN (ECOSOC). Following the reform of the ACC in 2001, the ACC/SCN was renamed the United Nations System Standing Committee on Nutrition or simply the UNSCN.

Priority actions

Develop and implement a strategy for high level advocacy and strategic communication
â€¢ Disseminating evidence on the role of nutrition in human development and key nutrition messages to selected decision making bodies and forums
â€¢ Raising stakeholders awareness of the linkages between malnutrition, poverty and food insecurity, as well as associated vulnerability factors; and the importance of good nutritional status for avoiding sickness and/or recovering from sickness
â€¢ Ensuring that nutrition is on the agenda of key meetings with senior managers, including governing bodies of constituent agencies

Track and report on progress towards achieving the MDGs and other nutrition related goals, including nutrition related chronic diseases (NRCDs), in both development and humanitarian aid settings
â€¢ Continue with periodic publication of the Report on the World Nutrition Situation (RWNS)
â€¢ Compile evidence on the contribution of nutrition to MDGs and NRCDs for the RWNS
â€¢ Ensure the incorporation of relevant nutrition-related indicators in the monitoring and evaluation of progress towards achieving the MDGs, allowing for the identification and monitoring of causes of malnutrition (food security, health and care) within a livelihoods framework

Facilitate integration of nutrition into MDG related activities at the country level through the UN coordination system
â€¢ Promote and facilitate country case studies on the integration of nutrition in MDG-related activities
â€¢ Through its UN agency members, promote and facilitate at country level collaboration of all UN agencies, NGOs/CSOs and Bilateral Partners, for appropriate integration of nutrition into the MDG processes in selected countries
â€¢ Promote and facilitate the training of persons in selected countries to mainstream nutrition into MDG processes.

Mainstream human rights approaches into the work of the UNSCN
â€¢ Integration of the human rights based approaches into the thematic working group substantive domains
â€¢ Promotion of the Voluntary Guidelines and pre-existing international instruments for realising the human right to adequate food

Identifying key scientific and operational gaps
â€¢ Identifying emerging issues and filling of knowledge gaps
â€¢ Accelerating the transfer of the latest knowledge into action to fill the implementation gap

Key objectives

Creating and strengthening political, public and agency commitments

Developing human capacity for nutrition in development and emergencies

Building and maintaining the evidence base, documenting lessons learnt on nutrition in development and in emergency situations

The International Council for the Control of Iodine Deficiency Disorders (ICCIDD)

“Leading the global fight to eliminate brain damage due to iodine deficiency. â€œOur vision is a world where all people attain optimal iodine nutrition and children can reach their full cognitive potential.â€”

The International Council for the Control of Iodine Deficiency Disorders (ICCIDD)

“Leading the global fight to eliminate brain damage due to iodine deficiency. â€œOur vision is a world where all people attain optimal iodine nutrition and children can reach their full cognitive potential.â€”

Leadership

The ICCIDD works closely with partners, including UNICEF, WHO, the Micronutrient Initiative and the Global Alliance for Improved Nutrition (GAIN), as well as national governments.

Supporters

The ICCIDD has received funding from AUSAID, United Arab Emirates, GAIN / Intertek, CIDE and UNICEF amongst others.

Date established

The International Council for Control of Iodine Deficiency Disorders (ICCIDD) had its Inaugural Meeting in March 1986 in Kathmandu, Nepal.

Priority actions

To be the authoritative voice for iodine nutrition

To support and catalyse global and national iodine programs, working with key public, private, scientific and civic stakeholders

To focus on universal salt iodisation as the most cost-effective and sustainable solution for prevention of iodine deficiency disorders

Key objectives

To support the harmonisation of national and international iodine program delivery through alignment of approaches, partnerships and resources

To advocate for political will and increased attention and resources for iodine programs in the context of the broader global nutrition landscape

“To ensure long-term food security and to improve the livelihoods of farmers in the ASEAN region”

Leadership

ASEAN Secretariat and ASEAN Ministers on Agriculture and Forestry (AMAF)

Supporters

Basic support was established by cost-sharing among the ASEAN Member States. Additional financial supports for implementation of activities and subactivities was sought from Dialogue Partners and international organisations and donor agencies.

Date established

A five year project, initiated in 2009 and concluding in 2013.

Priority actions

Provide scope and joint pragmatic approaches for cooperation among ASEAN member states

Develop a long-term agricultural plan focusing on sustainable food production and trade

Compatible and consistent approach with the Comprehensive Framework for Action (CFA) by the UN HLTF

Promote sustainable agriculture practices

Improve regional emergency food relief

Identify and address emerging issues

APEC Food Safety Co-operation Forum

“APEC member economies agreed to work together to build robust food safety systems to accelerate progress on harmonising food standards with international standards to improve public health and facilitate trade. APEC member economies also agreed to work together to strengthen capacity building activities and information sharing by signing the Hunter Valley Statement”

APEC Food Safety Co-operation Forum

“APEC member economies agreed to work together to build robust food safety systems to accelerate progress on harmonising food standards with international standards to improve public health and facilitate trade. APEC member economies also agreed to work together to strengthen capacity building activities and information sharing by signing the Hunter Valley Statement”

Leadership

Co-chaired by Australia and China, the FSCF consists of senior officials, (e.g. Chief Executive Officer equivalent) food safety regulatory representatives from each APEC member economies, with other trade and economic representatives, as appropriate.

Supporters

Public-private partnership of the governments of Australia, China, Peru, Chile and the USA, along with industry trade associations, international organizations (World Bank), academia and non-profit sectors and specialist regional bodies.

Date established

The APEC Food Safety Cooperation Forum (FSCF) was formally established under the APEC Sub-Committee for Standards and Conformance (SCSC) in the Hunter Valley, Australia, April 2007.

Priority actions

Enhancing food safety and encouraging use of international food safety standards and best practices are key factors for improving public health and safety and facilitating trade in food for APEC member economies.

To accelerate progress towards these outcomes, APEC will improve and strengthen information sharing and capacity building activities in food safety by enhancing cooperation between member economies and in regional activities.

The FSCF will identify, prioritise and coordinate capacity-building activities in APEC, including the needs of developing member economies, taking into account other capacity building activities in the region.

Key objectives

Transparent information-sharing and communication networks that provide accurate and timely information to consumers and producers on food safety.

Food safety regulatory systems within economies, including food inspection/assurance and certification systems that:
- are consistent with membersâ€™ rights and obligations under the Sanitary and Phytosanitary Measures (SPS) and the Technical Barriers to Trade (TBT) Agreements of the World Trade Organisation; and
- are harmonized, to the extent possible, with international standards (such as Codex, OIE, IPPC).

Enhanced skills and human resource capacities to enable the development of national food safety regulatory frameworks that are harmonised to the extent possible, with international standards.

One of the key roles undertaken by the FSCF has been prioritising food safety capacity building needs by APEC member economies. This process identified a broad range of areas where capacity needed development, both in technical areas, but also in areas of organisational management and legislative systems. The extensive list of capacity building priorities have been grouped into four broad areas and these include:
- food safety regulatory systems
- food inspection and certification systems
- technical skills and human resource capacity
- information and communication network

“To reverse the declines in annual cereal yield growth of recent years, decrease hunger and malnutrition and increase food and income security in South Asia.”

Cereal Systems Initiative for South Asia (CSISA)

“To reverse the declines in annual cereal yield growth of recent years, decrease hunger and malnutrition and increase food and income security in South Asia.”

Progress & Updates

Final update: After ending in December 2011, the project was granted a no-cost extension until May 2012. The initiative is still active regionally in 2013, through training events and mostly communication activities. It keeps stakeholders informed through a regular newsletter and a website that acts as a communication hub.

Leadership

IRRI (Project Base), IFPRI, ILRI and CIMMYT, and public and private sector organisations in Bangladesh, India, Nepal and Pakistan.

Supporters

Funded by $20m from the Gates Foundation and $10m from USAID.

Date established

Start date: Jan/2008; End date: Dec/2011

Priority actions

Accelerate development and deployment of new cereal varieties, encourage sustainable cropping systems management practices and support agricultural policies

Help farmers increase their yield, nitrogen and water use efficiency and annual household income

Key objectives

Widespread delivery and adaptation of technologies to increase production

Support improved policies for inclusive agricultural growth

Train scientists and agronomists for cereal systems research

North America

Feed The Future (USAID)

“To reduce by 20 percent the prevalence of poverty and by 20 percent the prevalence of stunted children under 5 years of age in the areas within countries in which Feed the Future programs are concentratedâ€”based on coordinated actions and resources from partner countries, the United States and other donors, the private sector and civil society.”

Feed The Future (USAID)

“To reduce by 20 percent the prevalence of poverty and by 20 percent the prevalence of stunted children under 5 years of age in the areas within countries in which Feed the Future programs are concentratedâ€”based on coordinated actions and resources from partner countries, the United States and other donors, the private sector and civil society.”

Progress & Updates

Based on its 2012 Progress report, USAID published in 2012 a Progress Scorecard with data and figures on progress. A cost-benefit analysis of an initial set of Feed the Future projects shows an average 22 percent return on investment. It also provides a set of early performance measures that indicate robust progress and momentum toward reducing global poverty and undernutrition. For example, to 2011, the number of children under 5 reached with U.S. Government-supported nutrition programs 8,814,584. Individuals who have been trained in child health & nutrition through U.S. Government programs totals 157,240. Figures for 2012 will be available soon.

Leadership

United States Presidentâ€™s global hunger and food security initiative, which supports country-driven approaches to transform their own agriculture sectors to sustainably grow enough food to feed their people.

Supporters

Led by the U.S. Agency for International Development, Feed the Future leverages the strengths of agencies across the U.S. Government, including the State Department, Peace Corps, Millennium Challenge Corporation, the Treasury Department, U.S. Trade Representative, Overseas Private Investment Corporation, the U.S. African Development Foundation, and the U.S. Department of Agriculture. Following a $3.5 billion commitment to the initiative at Lâ€™Aquila in 2009, complimenatary initiatives including the New Alliance for Food Security and Nurition have leveraged over $3 billion from the private sector and another $18 billion from other G8 countries and donors.

Date established

5/10/2013

Priority actions

2011-2016 goals: Increase the purchasing power of 18 million people, generate $2.8 billion through R&D, reach 7 million children to improve nutrition and health, leverage at least $70 million in private investment.

Key objectives

Investing in the transformation of agricultural systems and nutritional outcomes in 19 focus countries by supporting country-owned plans for results-based programs and partnerships while promoting transparency, democracy, and good governance.

Grow Africa

Grow Africa

Leadership

Coordinated by the African Union, NEPAD and the World Economic Forum, with Task Force Patrons including the President of Tanzania, USAID and the African Union Commission. Task Force Members include DuPont, Unilever, Syngenta, Yara, Monsanto, Diageo, Equity Bank, AGRA, DFID, the World Economic Forum and the World Bank.

Supporters

Task Force patrons and members are among the primary funders and supporters, via financing and technical assistance.

Date established

Grow Africa was initiated at the World Economic Forum on Africa in May 2011.

Priority actions

Increase private-sector investments
Grow Africa supports partner countries in developing investment blueprints, building a pipeline of investments, and strengthening cross-sector collaboration. It provides support for innovative finance, risk management and partnership building; with the intent of boosting smallholders and agricultural SMEs by tackling constraints to their commercial viability
Grow Africa works to increase private-sector investment in African agriculture by supporting partner countries in developing investment blueprints, building a pipeline of investments, and strengthening cross-sector collaboration. It provides support for innovative finance, risk management and partnership building; with the intent of boosting smallholders and agricultural SMEs by tackling constraints to their commercial viability

Enable multi-stakeholder partnerships
Grow Africa supports the development of partnerships among local and international stakeholders to attract investments that complement national agriculture strategies.

Expand knowledge and awareness of best practices and existing initiatives
Grow Africa seeks to strengthen investor interest by building increased trust and shared commitment. This is accomplished by sharing information, lessons and best practices drawn from existing and successful projects; engaging all stakeholders including smallholder farmers; and addressing key issues such as gender inclusion, land tenure, climate change and resource management
Grow Africa seeks to strengthen investor interest in agriculture by building increased trust and shared commitment. This is accomplished by sharing information, lessons and best practices drawn from existing and successful projects; engaging all stakeholders including smallholder farmers; and addressing key issues such as gender inclusion, land tenure, climate change and resource management.

Key objectives

To support national strategies for agricultural growth by accelerating private sector investments; enabling multi-stakeholder partnerships; expanding knowledge and awareness of best practices and existing initiatives.

To build on partnership models supporting the African Green Revolution, and championed through the New Vision for Agriculture.

To promote the Comprehensive African Agricultural Development Programme (CAADP).

Comprehensive Africa Agriculture Development Program (CAADP)

Progress & Updates

On Pillar 3 (Food Supply and Hunger) the Secretariat facilitated and coordinated the final technical review and validation processes for the CAADP Pillar 3 Framework (May 2008) on increasing food supply and reducing hunger. The framework is ready for widespread distribution and will have to take the due process for political endorsement by the AU Heads of State and Government.

Several programmes currently active: Regional Enhanced Livelihoods for Pastoral Areas (RELPA), funded by USAID ($19.8 million); Regional Food Security and Risk Management Programme for Eastern and Southern Africa (REFORM), funded by the European Union (â‚¬10 million); Making Markets Work for the Poor: Enhancing Food Security and Productivity Growth in Eastern and Southern Africa (MMWP), funded by World Bank/DFID-UK ($3.8 million); Improved Regional Trade in Food Staples (RTFS), total $5 million; Cassava Transformation in Southern Africa (CATISA), total $2 million; Home-Grown School Feeding (HGSF), funded by the World Food Programme and DFID-UK ($25 million)

Leadership

Supporters

Advisory support from African Union, African governments, and financial backing from the CAADP Multi-Donor Trust Fund.

Date established

Established by AU assembly in Maputo in 2003

Priority actions

By 2015, African leaders hope to see an average annual growth rate of 6% in agriculture, through:

Dynamic agricultural markets within countries and between regions in Africa;

Farmers taking part in the market economy and enjoying good access to markets so that Africa becomes a net exporter of agricultural products;

A more equitable distribution of wealth for rural populations - in terms of higher real incomes and relative wealth. Rural populations will have more equitable access to land, physical and financial resources, and knowledge, information and technology for sustainable development;

Africa as a strategic player in agricultural science and technology, meeting the growing needs and demands of African agriculture; and

Environmentally sound agricultural production and a culture of sustainable management of natural resources as a result of better knowledge, more information and the application of technology.

Key objectives

Sustainable Land and Water Management: extend the area under sustainable land and water management.

Agricultural Research: improve agricultural research to disseminate new technologies.

Europe

Amsterdam Initiative against Malnutrition (AIM)

“The Amsterdam Initiative against Malnutrition (AIM) unites the strengths of the public and private sectors to protect millions of base of the pyramid (BoP) consumers from hunger and micronutrient deficiencies.”

Amsterdam Initiative against Malnutrition (AIM)

“The Amsterdam Initiative against Malnutrition (AIM) unites the strengths of the public and private sectors to protect millions of base of the pyramid (BoP) consumers from hunger and micronutrient deficiencies.”

Leadership

Ministry of foreign Affairs of the government of The Netherlands, AkzoNobel, DsM, Inter Church Alliance for Development, Unilever, Wageningen University, Global Alliance for Improved Nutrition (GAIN).

Supporters

The Dutch government recently announced the launch of a new public-private partnership facility of USD 75 million to match private investment in nutrition and food security. This added investment further strengthens AIMâ€™s approach to addressing malnutrition, and cements The Netherlandsâ€™ current position as a global leader in the fight against malnutrition.

Date established

2009

Priority actions

Bring a new focus to GAINâ€™s alliance-based approach to tackling malnutrition

Unite the considerable nutrition, health and food systems-related scholarship and know-how of The Netherlands and direct it to the complex challenges and consequences of global malnutrition

Key objectives

Improving quality assurance/quality control of products that claim to be nutritious

Creating and enabling a regulatory environment to encourage compliance with nutrition standards

Building Base of the Pyramid (BoP) consumer awareness and consumer demand

Creating new distribution channels for BoP

Embedding nutrition in agricultural value chains

The AIM approach is to seek sustainable models for nutrition solutions by mobilising business to deliver products as part of their normal commercial or â€œcoreâ€ business, which are not dependent on donations or public subsidy

EUR 1 billion European Union Food Facility (EUFF)

Progress & Updates

The EU Food Facility Final Evaluation Final Report was released in August 2012, to assess the cooperation activities that took place over the period 2008-2011.

57% of the EUR1 billion budget was channelled through UN agencies and the World Bank, while the remainder through budget support, non-state actors, member states agencies and regional organisations.

The EU FF achieved that agricultural development and food security were brought to the forefront of the EC's development cooperation and the international development agenda.

The initiative was Concentrated on short to medium-term support, while focusing on triggering a supply response from the small-holder farming sector.

The final report recommends the EU converting the EU FF into a permanent â€œStand-byâ€ instrument, in order to respond rapidly to upcoming and sudden food price crisis.

Although there are no plans for continuing the EU FF with another instrument, a number of projects financed under the EU FF have benefitted or will benefit from further financing under long-term instruments (Food Security Thematic Programme, European Development Fund).

Leadership

Funding is channelled through FAO, UNRWA, UNICEF, IFAD, UNDP, the World Bank and other country-specific UN agencies.

Supporters

EUR 1 billion by the European Union.

Date established

Adopted in December 2008. A 2009-2011 initiative

Priority actions

Bridge the gap between emergency aid and medium to long-term development aid.

Increase food supply and food production capacity, and deal with the effects of volatile food prices on local populations.

Provide assistance to programmes in 50 high-priority countries.

Key objectives

Improve access to agricultural inputs and services with special attention to local facilities and availability.

“An European-level work programme to coordinate nationally funded research aimed at securing a safe and sustainable food supply.”

“An European-level work programme to coordinate nationally funded research aimed at securing a safe and sustainable food supply.”

Progress & Updates

Permanent governance management adopted at the Governing Board meeting, in February 2012. It consists of three boards: Governing, Scientific Advisory, Stakeholder Advisory and a Secretariat.

FACCE-JPI Strategic Research Agenda launched in December 2012. Defines short, medium, and long term research priorities and sets out joint actions for each of the five core research themes.

The implementation of the joint research priorities has already begun with the FACCE MACSUR Knowledge Hub on the â€œModeling of the impacts of Climate Changeâ€.

A second joint action, an international call on Agricultural Greenhouse Gas Mitigation in collaboration with non-EU countries (Canada, New Zealand and the United States), was launched in January 2013.

Leadership

Involves 21 European member states and associated countries overall and the Secretariat is coordinated by the Institut National de la Recherche Agronomique (INRA) in France and the UKâ€™s Biotechnology and Biological Sciences Research Council (BBSRC).

Supporters

Scientific Advisory Board consisting of 12 scientists. Given a Recommendation by the European Commission who will also contribute about EUR 2 billion.

Date established

Proposal released November 2009. European Commissionâ€™s Recommendation published April 2010. Launched June 2010.

Priority actions

Foster collaboration among national research actors to work toward alignment of research programming.

Develop innovation at the service of society. Marked by strong transdisciplinarity, the work carried out in this initiative involves stakeholders so as to be able to also address the economic and social issues, without being limited to the purely scientific ones.

Key objectives

Sustainable food security under climate change, based on an integrated food systems perspective.

Food Security Through Rural Development (AUSAID)

Progress & Updates

The new budget reflects changes to country program funding for agricultural productivity, rural livelihoods and social protection program.

By 2011-12, the Seeds of Life (SOL) program: 31,500 farmers are now using improved varieties of maize, rice, sweet potato, cassava and peanuts that are yielding 20 per cent to 80 per cent higher than existing varieties (and up to 140 per cent for sweet potato).

Through investment in GAFSP, early results to 2011-12 show in:
o Rwanda: The hillside intensification program increased the land protected from soil erosion by 27 per cent. At some project sites, potato yields have increased seven fold and cereal yields have quadrupled because of reduced soil erosion.
o Togo: 1000 ha have adopted natural resource conservation techniques (such as soil and water conservation), new lowland rice varieties are being cultivated on 750 ha and 250 km of rural road rehabilitated for improved access to markets.

Highlights of 2015â€“16 target expectations: around 31,500 farmers in East Timor accessing more resilient and productive crop varieties, around 500,000 Pacific Islanders with greater access to financial services and more than four million women and children accessing health services and attending school as a result of social protection investments in Indonesia.

Leadership

A partnership led by AusAID that works with Australian agricultural research organisations, governments and civil society, as well as the CGIAR.

Supporters

The Australian government has commited to spend AUS$464 million annually on food security.

Date established

Announced May 2009. A four-year initiative.

Priority actions

To increase job opportunities and better returns on goods sold by the rural poor.

To increase the number of poor people accessing financial services.

To increase the number of poor men and women accessing resources to buy sufficient and diverse food.

To improve targeting of beneficiaries through social protection programs.

To reduce the use of adverse strategies during times of economic stress, for example the removal of children from school or the sale of assets.

To increase productivity of food crops, livestock and fisheries, using environmentally sustainable approaches.

To strengthen, more targeted international agricultural research, especially through the CGIAR network.

Strengthen and expand social protection programmes so poor people can purchase or access food.

Middle East

The King Abdullah Initiative for Saudi Agricultural Investment Abroad (KAISAIA)

“To let Saudi Private Investment play in the near future, an active role abroad in enhancing food security for Saudi Arabia as well as to increase global food production and to provide a good example for a responsible international investment in agriculture.”

The King Abdullah Initiative for Saudi Agricultural Investment Abroad (KAISAIA)

“To let Saudi Private Investment play in the near future, an active role abroad in enhancing food security for Saudi Arabia as well as to increase global food production and to provide a good example for a responsible international investment in agriculture.”

Progress & Updates

In June 2012, the Saudi Cabinet set certain parameters for projects and investment and green-lighted projects financed by KAISAIA so they may finally get under way. Up to 60 percent of the financing is to be provided by the government. Target countries need to agree to allow export of at least 50 percent of the crops. Investors should be able to benefit from agricultural equipment owned by local farmers in the host country.

Leadership

A joint initiative by the Government of the Kingdom of Saudi Arabia and the Saudi private sector. Managed through the Ministry of Agriculture.

Supporters

The Saudi private sector (not the Government) is the main investor with 3 billion Saudi Riyals (around US$800m). Investment made through Foreign Direct Investment and a range of joint ventures.

Date established

Launched January 2009

Priority actions

Provide funds, credit and logistics to Saudi Investors to invest abroad in Agriculture

Establish a strategic reserve for basic food commodities, to meet the Saudi needs for food and to avoid future food crises

Latin America & the Caribbean

Hunger-Free Latin America and the Caribbean (HFLAC)

“To eradicate hunger and guarantee food and nutrition for all, in line with the framework of the MDGs and to reduce the impact of chronic malnutrition in children to below 2.5% in all the countries of the region by 2025”

Hunger-Free Latin America and the Caribbean (HFLAC)

“To eradicate hunger and guarantee food and nutrition for all, in line with the framework of the MDGs and to reduce the impact of chronic malnutrition in children to below 2.5% in all the countries of the region by 2025”

Leadership

Secretariat based at FAO. All the countries of the region endorse the determination to eliminate hunger from their territories. Also, the Group of Latin American and Caribbean Countries (GRULAC) manifested their support during the meeting in Guatemala, November 27 and 28, 2006. Likewise, it is also support by a broad base of international organisations, and organisations from the civil society and the private sector.

Supporters

Funded by AECID (Spanish Agency for International Development Cooperation).

Date established

First launched in 2005 by Brazil and Guatemala, later endorsed by all countries in the region in December 2008.

Priority actions

Construct adequate institutional framework to help government bodies work together

Develop social awareness to problems and objectives

Create an agreement for monitoring malnutrition

Promote the Parliamentary Front Against Hunger and their Action Plan

Key objectives

Develop a series of alliances and advocacy activities to place hunger in political agenda and stimulate awareness

Training program to improve understanding of officials and journalists

Technical assistance for specific projects

Support implementation of regional and national â€œhunger observatoriesâ€